PSYCHOMETRIC TESTING

FLOW OF PRESENTATION

1. Merits & Demerits of Psychometric Tests

2. MBTI

3. Thomas Profile

4. Career Anchor

5. Holland’s Theory

MERITS & DEMERITSMERITS

1. Helps draw up a comprehensive Behavioural profile

2. Warns management of recruit’s weaknesses

3. Can be successfully utilized for career development

DEMERITS

Psychological testing can be unreliable

Job requirement specs may be subjective

Results are open to interpretation rather than conclusive

Does not account for recruit’s intellect or exposure

Should never be used as a stand-alone technique

THE MBTI

Psychological Type

Is a theory of personality developed by Swiss psychiatrist, Carl G. Jung;

Asserts that differences between people result from inborn preferences;

Defines a ”Psychological Type” as :

The natural, preferred way of using one’s mind and

directing energy;

The behavioral habits that develop as people use

their preferences.

Psychological Type Contd. . .

Is NOT about skills, intelligence, abilities, or technical expertise;

Does NOT tell you what you can and can’t do;

Affirms that people are a lot more than their Psychological Type

Environment

Culture

Education & Training

Interests & Motivations

The Myers-Briggs Type Indicator

The MBTI

Developed by Katharine Cook Briggs and her daughter Isabel Briggs

Myers.

Present version has evolved after 50 years of research;

Has been translated into more than 30 languages;

Is the most widely used personality inventory in the world.

The MBTI

Identifies polar opposites in four areas

By using

• Judging or Perceiving

The ways people Naturally prefer to

There is no right or wrong to MBTI results – each preference and type

identifies normal and valuable human behaviours.

• Extraversion or Introversion• Direct and get energy

• Take in information

• Make decisions

• Organize their external world

• Sensing or Intuition

• Thinking or feeling

Extraversion & Introversion

E = Energy directed outward in action

I = Energy directed inward in reflection

E = Seeking stimulation in the outer environment

I = Seeking stimulation in the inner environment

Sensing & Intuition

S = Focusing on the realities of the present

N = Focusing on possibilities in the future

S = Noticing factual and concrete information

N = Seeing patterns and connections between facts

S = Trusting experience

N = Trusting insights

Thinking & Feeling

Two essential ways of making rational judgements

T = Using Logical analysis to make decisions

F = Using person-centered values to make decisions

T = Using objective and impersonal criteria

F = Weighing human values and motives

T = Seeking rational order by logic

F = Seeking rational order through harmony

Remember

“Extravert” does not mean “talkative”;

“Introvert” does not mean “shy” or “inhibited”;

“Feeling” does not mean “emotional”;

“Judging” does not mean “judgmental”.

“Perceiving” does not mean “perceptive”.

Assumptions Underlying Type Theory

Preferences are inborn;

Environment enhances or impedes expression of type;

People use all ``four processes (Sensing, Intuition, Thinking, and

Feeling) in both extraverted and introverted attitudes some of the time;

Type is dynamic, not static;

All of the types are equally valuable

The MBTI is used in :

Self-development;

Career development and exploration;

Relationship counseling;

Academic counseling;

Organization development;

Team building;

Problem solving;

Management and leadership training;

Education and curriculum development;

Diversity and multicultural training.

Things to Remember About Type

Each type and each individual has special gifts. There is no right or

wrong type, no better or worse combinations of types in work or

relationships.

The purpose of knowing about type is to help you understand

yourself and to enhance your relationships with others through

appreciation of individual differences.

Each person is unique. An ENFP is like every other ENFP, like some

other ENFP, and like no other ENFP.

Things to Remember About Type Contd. . .

Everyone uses each of the preferences to some degree. Our type is

made up of those we prefer.

YOU are the one to decide what type you truly are. Your results on

the MBTI suggest your probable type based on the choices you made

when you answered the questions; however, only you know your

true preferences.

Type does not explain everything. The human personality is much

too complex.

Things to Remember About Type Contd. . .

Number scores on the MBTI indicate clarity of preference. They do

not measure skills or ability or even degree of use.

You may use type to understand and forgive yourself, but NOT as an

excuse for doing or not doing anything.

Your type should NOT keep you from considering any career,

activity, or relationship.

Become aware of your type biases (we all have them!) to avoid

negative stereotyping.

THOMAS PROFILING

SYSTEM

Thomas International PPA System

Designed by Thomas Hendrick, a disciple

of Dr. William Marstron, who designed

the original mode of the instrument in

1928.

Thomas International PPA SystemDOMINANCE

• Positive behaviour in an antagonistic situation. Drive to accomplishment in the face of

opposition or antagonism.

INDUCEMENT INFLUENCE OVER OTHERS• Positive behaviour in favourable or friendly situations influencing others to react

positively or favourably.

STEADINESS• Passive behaviour in a favourable situation. Steadiness or suitable for performing

routine and repetitive work.

COMPLIANCE• Passive behaviour in an antagonistic situation. Compliance with high work standards to

avoid trouble or error.

Thomas International PPA SystemTheoretical Perspective – An Interpersonal / Situational Theory

PERCEIVED SITUATIONAssertiveDrivingCompetitiveForceful DOMINANCE Inquisitive (+POWER )DirectSelf-starter( an active positive posture in hostile or unfriendly environment Confronts in order to overcome and in doing so avoid failure )

ComplianceCarefulSystematicPrecise COMPLIANCEAccurate (+POLICY)PerfectionistLogical( a cautious undecided response to an antagonistic environment. Designed to negate the degree of antagonism and thus avoid trouble or conflict )

InfluentialPersuasiveFriendly INFLUENCEVerbal (+PEOPLE)CommunicativePositive( an active, positive posture designed to move away from an unfriendly situation towards a more friendly and favourable state by using persuasion thus avoiding rejection)

DependableDeliberateAmiable STEADINESSPersistent (-PACE)Good listenerKind( a passive response in a hostile situation. Attempts to maintain status quo until hostility is over in order to avoid insecurity)

activ

e be

havi

ours passive behaviours

Thomas International PPA System

The Personal Profile is not a clinical instrument. It is intended for use

only in business and not for diagnosis of abnormal behaviour.

This technique for measuring behaviour, requires approximately

fifteen minutes and because we use the forced-choice technique in

the Personal Profile, it makes it difficult to distort

Thomas International PPA System

MATCHING THE PERSON WITH THE POSITION

To measure the job

• we use the Human Job Analysis form

To measure the individual

• we use the Personal Profile Analysis.

Thomas International PPA System

STUDYING THE GRAPHS

Once you have completed scoring the Profile you will be studying

three graphs (reverse side of Profile form)

Graph ( I ) ‘HOW OTHER SEE YOU’ • This graph indicates how the individual feels he / she is expected to behave in

order to be successful. ( The mask ) If the pattern is too close to the centre

line, the person is uncertain as to how to behave. (This could mean that he or

she is new to the job, has too much responsibility or is uncertain as to what is

expected. )

• This graph should not be considered when a profile is being used for hiring a

new employee. It is only used for present employees or for personal

counselling.

Thomas International PPA SystemSTUDYING THE GRAPHS ( contd. )

GRAPH ( II ) ‘BEHAVIOUR UNDER PRESSURE’• This graph indicates how a person behaves under pressure or even in a

personal environment. It indicates limitations and should be recognized but

underplayed in the evaluation. Used for constructive suggestions.

GRAPH ( III ) ‘HOW YOU SEE YOURSELF’• This graph is the most accurate as it indicates the person’s self image. It will

give you an idea if the person can communicate, how to make decision, and if

they are self-starters. If this person is close to the centre line, the person

probably was finding it difficult to complete the Profile. He or she could have

tried to read into it or could be going through a change of values.

Thomas International PPA System

WHAT YOU GET FROM THE SYSTEM

Questionnaires :Identifies compatibility with the role under

consideration and supplies penetrating questions based on the

interviewee’s profile.

Audits : Three types of audit are available in Thomas Key. They are

Management, Sales and Administration / Technical.

• The Management Audit

– covers Managing and Motivating, Decision making, Planning and problem solving,

Communication, Administration and Developing others.

Thomas International PPA SystemWHAT YOU GET FROM THE SYSTEM [contd.]

Audits [contd.]• The Sales Audit

– covers Opening and communication, Closing, Customer service, Presentation and

Administration.

• The Admin / Technical Audit

– reports on Organizing workflow, Time management, Meeting information / service needs,

Ensuring quality and accuracy and Problem solving.

• Strengths & Limitations

– Provides a Management summary in the form of bullet points about the person who has

completed the PPA.

• How to Manage

– Explains what sort of supervision is most likely to be effective.

Thomas International PPA SystemHOW CAN YOU BENIFIT?

In development• The system highlights potential development opportunities and so increases

the probability of job satisfaction; this, in turn, tends to increase productivity.

In recruitment• Reports from the system describe strengths and weakness in relation to a role

and therefore identify job compatibility. It also provides an opportunity to discuss frustrations or pressures felt by the candidate.

In encouraging & motivating• Thomas PPA provides a person with the opportunity to understand both

themselves and others and to identify how best to modify their own behaviour in order to strengthen relationships and improve communications.

CAREER ANCHOR

CAREER ANCHOR

According to Schein ( 1978 ), a person’s “Career

Anchor” is his or her occupational self-concept

consisting of :

Self-perceived talents and abilities

Self-perceived motives and needs

Self-perceived attitudes and values

CAREER ANCHOR

Schein’s further research ( 1990, 1993 ) uncovered eight Career Anchors :

Managerial

People who kept clawing right up the ladder

Technical / Functional

People who settled down happily to pay attention to the details of their craft

Security / Stability

People who discovered that promotions were rewarding largely because they meant, that the company prized them and wanted to keep them

Autonomy / Independence

People who found ways of carving out their own space in large organizations and are not ready to compromise on their freedom

CAREER ANCHOR [contd.]

Schein’s eight Career Anchors [contd.]

Entrepreneurial / Creativity

People who ended up starting new ventures products and services to meet their needs to be creative and to reap the benefits of their labours

Service / Dedication

People who are dedicated to a particular cause, client group or ideology

Pure Challenge

People with primary concerns to solve unsolvable problems, to win out over tough opponents, and to surmount difficult obstacles

Balance / Life-style Integration

People with primary concerns to integrate family concerns, career concerns and concerns for self-development

CAREER ANCHOR(Derr – 1986) Five diverse internal career orientations :

V- Getting Ahead• These are people who are primarily interested to grow vertically and also much faster

compared to their peers;

W - Getting Secure• these are people who are motivated primarily by a sense of a job security and a life long

organizational identity;

X- Getting Free• These are people who value autonomy most, which they are not ready to give up under

any circumstances;

Z- Getting High• The objective here is getting challenging and exciting work, staying at the cutting edge;

Y- Getting Balanced• Career, self development and relationship with others.

CAREER ANCHOR FOR CAREER MANAGEMENT INTERVENTIONS

According to Schein (1996), the metaphor of ‘Anchor’ signifies

that stability will be achieved in one’s career if he / she is in an

organizational environment that provides an opportunity to

realize the components of his / her career anchor.

HOLLAND’S THEORY

HOLLAND’S THEORY

Holland’s ( 1985 / 1992 ) theory of vocational personalities and work

environments.

This theory is intended to explain career choice, satisfaction, and

persistence.

People & Job Environment can be classified in six types. Employee

satisfaction would depend on the Congruence between the two.

HOLLAND’S THEORY

Realistic Investigative

Artistic

Social

Conventional

Enterprising

HOLLAND’S THEORY - Classification of Personalities

Realistic• Manual and mechanical competencies and interaction with machines, tools and objects.

Investigative• Analytical, technical, scientific, and verbal competencies.

Artistic• Innovation or creative ability.

Social• Interpersonal competencies and skill in treating, healing or teaching others.

Enterprising• Skills in the persuasion and manipulation of other people.

Conventional• Clerical skills or skills in meeting precise standards for performance.

HOLLAND’S THEORY

CONGRUENCE

Congruence is assessed according to the degree of match between the vocational personality of an individual and the environmental type of an occupation or position.

Occupational environments that are adjacent on the hexagon theoretically make similar demands on a person, and occupational environments that are more distant make divergent demands.

CONSISTENCY

Career move will be most predictable

DIFFERENTIATION

All score with the same range – denotes erratic career movement.

THANK YOU